JACK SAMPLE
January 22, 2010
Introduction
This report is an informative guide to help you become aware of the impact of your personality preferences on your decision-making style. It is based on your results on the Myers-Briggs Type Indicator (MBTI) assessment, a self-awareness tool built on the theories of Swiss psychologist Carl Gustav Jung by an American mother-and-daughter team, Katharine Cook Briggs and Isabel Briggs Myers. With more than 60 years of research and development supporting its reliability and validity, the MBTI tool has helped millions worldwide develop a deeper understanding of themselves and others through an investigation of what they prefer, or their personality preferences.
Understand your results on the MBTI assessment decision-making style Learn about and appreciate your natural decision-making style Acquire strategies to make both your individual and group decision making more successful
It is important to remember that all personality types and decision-making styles are equally valuable. No one type can be characterized as the best decision maker. Type is about what you prefer, not what your capabilities are, and therefore it should not be used to label or limit your decision-making potential. Indeed, it is meant to open up opportunities for growth and development. The MBTI tool can help you better understand yourself and those around you, but it should not be used to explain, excuse, or interpret every aspect of personality or decision making. During decision making you and others may be influenced by issues unrelated to type or preferencesissues concerning family, work environment, or cultural identity, among others. Approach the material in this report with this knowledge in mind.
Summary of Your MBTI Results Your Preferences and Decision Making Your Decision-Making Style Type Dynamics and Decision Making Decision Making Through Four Type Lenses Tips and Action Steps
E S T J
Extraversion
People who prefer Extraversion tend to focus on the outer world of people and activity.
I N F P
Introversion
People who prefer Introversion tend to focus on the inner world of ideas and impressions.
Sensing
People who prefer Sensing tend to take in information through the five senses and focus on the here and now.
Intuition
People who prefer Intuition tend to take in information from patterns and the big picture and focus on future possibilities.
Thinking
People who prefer Thinking tend to evaluate information based primarily on logic and on objective analysis of cause and effect.
Feeling
People who prefer Feeling tend to evaluate information based primarily on values and on subjective consideration of person-centered concerns.
Judging
People who prefer Judging tend to like a planned and organized approach to life and want to have things settled.
Perceiving
People who prefer Perceiving tend to like a flexible and spontaneous approach to life and want to keep their options open.
Your preference clarity index (pci) for each preference pair, which indicates how consistently you chose one preference over its opposite when responding to the MBTI assessment, is shown below. Reported Type: ESTJ
Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear
18 12 30 24
20 15 10 5 0 5 10 15 20 25 30
PCI Results
Extraversion 18
Sensing 12
Thinking 30
Judging 24
Remember, you are in the best position to assess the fit of your reported MBTI type. If your results do not seem right for you, work with your type professional to determine the MBTI type that fits you best.
Want to talk it through first Respond in an energetic way Start with external data Crave breadth Consider impact on environment first Share thoughts and feelings freely
Want to think it through first Respond in a measured way Start with internal data Crave depth Consider impact on self first Share thoughts and feelings carefully
Want to consider reality first Desire concrete data Look for facts and details Value past precedents Focus on the present Consider information sequentially
Want to consider possibilities first Desire conceptual data Look for meanings and associations Value novelty Anticipate the future Jump from idea to idea
Want an explanation Start with logic Examine consequences for structures and principles Seek to be just Respond objectively Challenge first
Want a motivation Start with values Examine consequences for relationships and people Seek to be caring Respond personally Accept first
Want a decision now Expect to make progress Invite closure Demonstrate commitment to the agreed-on solution Feel discomfort until a decision is made Desire certainty
Want to postpone a decision Expect time to process Invite new information Stay open to changing the solution Feel discomfort rejecting decision options Desire flexibility
Defining criteria and objectives for what would best serve the bottom line Striving to get things moving, gathering relevant people and resources Investigating data from traditional and authoritative sources Creating lists, models, and schedules to outline possible options Making decisions that are realistic, practical, and reasonable Committing energetically and enthusiastically to decisions Showing consistency of word and deed Working tirelessly to ensure that a decision is carried out despite obstacles Assessing critically whether the decision brought about the results that were anticipated Retracing steps, seeing where you could have done more or worked harder
Limiting your focus to what can be quantified or proven Cutting short time for contemplation in order to act quickly Expecting that a right or absolute answer already exists Overlooking larger meanings in your zeal to break down and classify options Focusing on utilitarian options, undervaluing your own or others creative impulses Believing that once a logical option is found, nothing else needs to be considered Expecting everyone to go about implementation in the same way Forgetting to ask about or factor in others emotional reactions Neglecting to check whether the process was satisfactory for people Failing to recognize that what went wrong was beyond your efforts or control
* Used by permission from Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, Introduction to Type and Teams, 2nd edition (Mountain View, CA: CPP, Inc., 2003), p. 11.
Myers-Briggs Type Indicator Decision-Making Style Report Suggestions for Enhancing Your Decision Making
Stay open to divergent viewpoints by asking others for new or nontraditional ideas
Realize that letting a day or two go by without acting may result in fewer missteps long term Recognize that some situations are so new that reliable information is not available Remember to pause to consider the big picture before dismissing an option Consider imaginative as well as traditional options as a way to improve decisions Take time to think about whether peoples needs will be served before finalizing decisions Recognize that letting others take action in their own way can bolster enthusiasm Remember to find out whether others silence is signaling agreement or resistance Keep in mind that a good outcome with an unpleasant process will alienate others Realize that some challenges cannot be overcome no matter how vigorous the attempt
1. When making a decision, you are most likely to consider questions related to #1 THINKING, your Dominant function:
What is my logical analysis? What are the pros and cons? What reasons support my opinions?
How can I take an objective approach? What is most rational? What is the bottom line?
How can I take advantage of what is already working? What do I observe in the environment? What direct experience do I have?
What existing knowledge can I apply? What is realistically possible? What is the customary and commonsense approach?
How can I generalize from what I know? What patterns do I see? What theories might be applicable?
What new knowledge can I obtain? What is ideally possible? What is the creative and innovative approach?
What is my personal appraisal? What are the emotional impacts? What values support my opinions?
How can I take a meaningful approach? What is most inclusive? What is best for people?
Weigh options in terms of the bottom line Craft decisions that reinforce utility Want your experience to be acknowledged Communicate decisions by describing practical applications
Like decisions that increase effectiveness and productivity Focus on how to use the past to act in the present Feel stressed by decisions that necessitate postponing action Take the opportunity to act on a decisionevery decision is only as good as its application
Be dependable when facing a decision Establish a traditional decision-making process to preserve stability Seek decisions that produce organized and constructive outcomes Show responsibilitymonitor and supervise to support a decision
Need to understand how a decision ensures fairness Seek decisions that clarify truth Worry that logical principles will not be upheld Want to be seen as an objective decision maker